04844nam 2200661 450 991045270740332120200520144314.01-299-46867-51-84928-423-7(CKB)2550000001019517(EBL)1186303(OCoLC)843642484(SSID)ssj0000907575(PQKBManifestationID)11496089(PQKBTitleCode)TC0000907575(PQKBWorkID)10897951(PQKB)10105603(MiAaPQ)EBC1186303(PPN)18153150X(Au-PeEL)EBL1186303(CaPaEBR)ebr10772212(CaONFJC)MIL478117(EXLCZ)99255000000101951720130601d2013 uy 0engur|n|---|||||txtccrITIL and organizational change /Pamela ErskineEly, Cambridgeshire :IT Governance Publishing,2013.1 online resource (133 p.)Description based upon print version of record.1-84928-465-2 1-84928-422-9 Includes bibliographical references.Preface; About the Author; Acknowledgements; contents; Introduction; Why do some organizations fail to realize the benefits of the Information Technology Infrastructure Library (ITIL) after implementation?; Chapter 1: How was Organizational Change Addressed during the Project?; Has the organizational change required for success been defined and addressed within the IT service management project?; Project selection; The value proposition; Chapter 2: Organizational Change; The human aspects of change; What motivates people to change?; Why does change affect them in this manner?How do we address the self-doubt?True stories from the frontline: the human aspect of change; Chapter 3: Organizational Change Models; ADKAR®; Metrics are part of reinforcement; Six Change model; 1. Education and communication; 2. Participation and involvement; 3. Facilitation and support; 4. Negotiation and agreement; 5. Manipulation and co-option; 6. Explicit and implicit coercion; Freeze Change model; McKinsey 7S model®; Strategy; Structure; Systems; Shared values; Skills; Style; Staff; Kotter's eight-step model for change; 1. Establish a sense of urgency; 2. Create a guiding coalition3. Develop a vision and strategy4. Communicate the change vision; 5. Empower broad-based action; 6. Create short-term wins; 7. Consolidate gains and produce more change; 8. Anchor new approaches in the culture; How can an organizational change model help?; True stories from the frontline: an overloaded employee; Chapter 4: Selecting a Change Model; Which model is right for the organization and/or project?; ADKAR; Six Change; Freeze Change; McKinsey 7S; Kotter's eight-step model for change; True stories from the frontline: success was planned; Chapter 5: AccountabilityTrue stories from the frontline: accountabilityChapter 6: Planning; Organizational change plan; Communication plan; Planning tips and techniques; Chapter 7: Important roles; Roles and responsibilities; Governance; Chapter 8: Realizing the Benefits after the Fact; Chapter 9: Additional Guidance; Critical skills; Four areas for success; 1. Planning for organizational change; 2. Communicate about the project. Do it early. Do it often. Do it well.; 3. Engage the staff in the project; 4. Measure the current state, set goals, routinely measure progress, and publicize the outcomes.; ReferencesAppendix 1: ITIL Consulting and Advanced Organizational Performance Techniques TMITIL consulting services:; ITG Resources; Other Websites; Toolkits; Training Services; Professional Services and Consultancy; Publishing Services; NewsletterIn ITIL® and Organizational Change, Pamela Erskine analyzes some of the reasons why organizations fail to realize the benefits of ITIL and offers practical ways to avoid these pitfalls. She examines ways to clear the many hurdles that can obstruct progress and investigates how to improve acceptance of change in the workplace.Business enterprisesInformation technologyManagementInformation technologyManagementOrganizational changeManagementElectronic books.Business enterprisesInformation technologyManagement.Information technologyManagement.Organizational changeManagement.658.05Erskine Pamela998196MiAaPQMiAaPQMiAaPQBOOK9910452707403321ITIL and organizational change2289615UNINA03812nam 22005773 450 991081288650332120230629235101.01-64283-177-8(CKB)5840000000041547(MiAaPQ)EBC29280286(Au-PeEL)EBL29280286(OCoLC)1328135733(EXLCZ)99584000000004154720220720d2022 uy 0engurcnu||||||||txtrdacontentcrdamediacrrdacarrierCity Forward How Innovation Districts Can Embrace Risk and Strengthen Community1st ed.Madrid :Island Press,2022.©2022.1 online resource (260 pages)1-64283-176-X Innovation districts and anchor institutions, like hospitals, universities, and technology hubs, are celebrated for their ability to drive economic growth and employment opportunities. But the benefits often fail to reach the very neighbourhoods they are built in. As CEO of the Buffalo Niagara Medical Campus (BNMC), Matt Enstice took a different approach. Under Matt's leadership, BNMC has supported entrepreneurship training programmes and mentorship for community members, creation of a community garden, bringing together diverse groups to explore transportation solutions, and more. Fostering participation and collaboration among neighbourhood leaders, foundations, and other organisations ensures that the interests of Buffalo residents are represented. Together, these groups are creating a new model for reenergising Buffalo, a model that has applications across the United States, and around the world.0City Forward explains how BNMC works to promote a shared goal of equity among companies and institutions with often opposing motivations and intentions. When money or time is scarce, how can equitable community building remain a common priority? When interests conflict, and an institution's expansion depends upon parking or development that would infringe upon public space, how can the decision-making process maintain trust and collaboration? Offering a candid look at BNMC's setbacks and successes, along with efforts from other institutions nationwide, Enstice shares twelve strategies that innovation districts can harness to weave equity into their core work. From actively creating opportunities to listen to the community, to navigating compromise, to recruiting new partners, the book reveals unique opportunities available to create decisive large-scale change. Critically, Enstice also offers insight about how innovation districts can speak about equity in an inclusive manner and keep underrepresented and historically excluded voices at the decision-making table.City ForwardCommunity development, UrbanNew York (State)BuffaloEconomic developmentNew York (State)BuffaloCity planningNew York (State)BuffaloCommunity development, Urbanfast(OCoLC)fst00870882Economic developmentfast(OCoLC)fst00901785Economic historyfast(OCoLC)fst00901974Buffalo (N.Y.)Economic conditionsNew York (State)BuffalofastCommunity development, UrbanEconomic developmentCity planningCommunity development, Urban.Economic development.Economic history.307.1/2160974797Enstice Matt1714798Gluck Mike939972MiAaPQMiAaPQMiAaPQBOOK9910812886503321City Forward4108917UNINA